Workplace
Success Stories - Best Practices 2002
Recognition
Strategies for a Diverse Workforce
|
Practice
Name: Orientation Program |
Workplace
Issues Addressed: |
Description
of the practice
This
multi-level orientation, introduction, training, and resources program
familiarizes new employees with information specific to the Facilities
Services (CP) organization and aspects of the campus community. An
employee writes: "As a 26-year veteran I was especially impressed
with the departmental new employee orientation; yes I went even though
I have worked here for some time. I learned things I did not know
about the campus. It opens your eyes to what this University is about
and how it supports the community."
Benefits
of adopting the practice
New
employees are provided with information and guidance needed to
acquaint them with CP and the campus, with links to CP values
and goals. It welcomes new employees, introduces them to folks
in other units, and has training/information sessions that provide
information about what other units are doing/how they will work
together toward their common goals. It also provides a written
manual which serves as a resource guide to orient new employees
about specific CP issues and about the campus as well. This program
helps improve communication between units, the understanding of
departmental roles and how they interact with each other, and
how each unit's role relates to the overall mission, goals and
objectives of Facilities Services. This program meets the needs of
a diverse workforce in the following ways: Information, resources
and orientation is specific to new employees; there is staff input
in the process--employees initiated the idea and developed the
program and manual. There is a continuous feedback mechanism.
There is training specific to meet the needs of new employees.
How
this practice works
A committee of four staff worked for six months to put together
an employee orientation manual. The manual went out to pilot groups
of staff for feedback, and changes were made according to the
feedback received. This manual includes a welcoming letter from
Vice Chancellor Denton, a list of Berkeley acronyms, and a glossary
that defines industry-specific terms. There are pictures of the
staff and information about what each unit does. There is also
a FUN FACTS QUIZ that is designed for the new employees to familiarize
themselves with the Facilities Services homepage and the Berkeley
Campus homepage as well. The employee is instructed to answer
the questions provided by surfing the web, while at the same time
learning about the mission and history of UC Berkeley. Upon successful
completion of the quiz, the employee receives a welcome gift.
In addition to the manual, every month there are unit overview training sessions for all staff that are mandatory for new employees. The process begins with a half-hour visit with Vice Chancellor Denton. The next session includes safety trainings. Following this are one-hour sessions introducing the employees to each unit to hear an overview about what they do and how they interact with each other to meet their common goals.
What
you need in place to replicate this practice
Direct support from the top--including time commitment from
the VC to meet with new employees. Commitment to take the time
to organize and keep the program going, to organize the training
sessions, and to coordinate the introductory sessions with each
unit. For the manual, a well-represented employee committee to
research/develop/produce the orientation manual. Funds are needed
if a gift is to be given--or departments can solicit donations
from local vendors. Departments should solicit input/feedback
from employees about manual and have on-going evaluation/feedback
mechanisms. There should be a mandate that requires all new employees
to participate in the orientation program (mandatory attendance
at training sessions, etc.).
Tangible
improvements to the department as a result of adopting this practice
New employees have information needed to help them be successful;
they are better prepared to do their job--this program helps level
the playing field. They don't have to waste time going around
trying to collect information that they need. There is a reference
manual that they can use. There is improved understanding about
each unit's role, how they interact with each other, and those
roles relate to the overall Facilities Services mission, goals, and
objectives. There is improved employee morale and communication
because management has listened to employees and met their needs.
Why
this practice was so successful and is worth replicating
This
program is successful because management listens to staff needs.
Staff are included in the loop of what is going on and are able
to give feedback through the use of evaluation forms and direct
access to supportive managers. Facilities Services makes it convenient
for staff to participate in departmental activities by giving
them support and encouragement to attend the programs. The programs
are held at locations that are either on campus or close to campus,
and participants are provided with take-away materials to reinforce
the learning and keep to reference in the future. With management
support and staff inclusion in the decision-making process, this
program has been successful at Facilities Services and this recipe
should also work in other departments.